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The Big Data Talent Gap

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This white paper: Analyzes the big data revolution and the potential it offers organizations. Explores the critical talent needs and emerging talent gaps related to big data. Offers examples of …

This white paper: Analyzes the big data revolution and the potential it offers organizations. Explores the critical talent needs and emerging talent gaps related to big data. Offers examples of organizations that are meeting this challenge head on. Recommends four steps HR and talent management professionals can take to bridge the talent gap.

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  • 1. By: Stan AhaltDirectorThe Renaissance Computing Institute (RENCI)Kip KellyDirectorUNC Executive DevelopmentAll Content © UNC Executive Development 2013Website: www.execdev.unc.edu |Phone: 1.800.862.3932 |Email: unc_exec@unc.eduThe Big Data Talent Gap
  • 2. The Big Data Talent GapAll Content © UNC Executive Development 2013 2 | P a g eIntroductionig data—the massive amounts of information companies routinely collectthrough web crawlers, social media feeds, server logs, customer servicedatabases, and other sources (CIO editors, 2012)—is quickly becoming big business intoday’s competitive marketplace. If HR and talent management professionals haven’tadded big data to their strategic agenda yet, they will be compelled to in the nearfuture. Few organizations possess technical leaders with the expertise needed tocollect, organize, and analyze the data and provide meaningful insights. Even fewerhave business leaders with the knowledge and experience needed to create valuefrom big data.This white paper:Analyzes the big data revolution and the potential it offers organizations.Explores the critical talent needs and emerging talent gaps related to big data.Offers examples of organizations that are meeting this challenge head on.Recommends four steps HR and talent management professionals can take tobridge the talent gap.The Big Data Revolutionhe International Data Corporation (IDC) describes big data as “the new generationof technologies and architectures designed to extract value economically fromvery large volumes of a wide variety of data by enabling high-velocity capture,discovery and/or analysis.” (Villars, Eastwood & Olofson, 2011.) In other words, asauthors Viktor Mayer-Schönberger and Kenneth Cukier write in their book, Big Data: ARevolution that Will Transform How We Live, Work, and Think (2013), big data “refersto the things one can do at a large scale that cannot be done at a smaller one, toextract new insights or create new forms of value in ways that change markets,organizations, the relationships between citizens and governments, and more.”The potential applications of big data analytics are vast. Internet giant Google, forexample, uses big data analytics to identify flu outbreaks in the United States in realtime—a feat that takes the Centers for Disease Control and Prevention (CDC) about twoweeks to complete because it relies on slower reporting mechanisms. Google can doBT
  • 3. The Big Data Talent GapAll Content © UNC Executive Development 2013 3 | P a g ethis because it receives more thanthree billion search queries on adaily basis. By using big dataanalytics, Google was able toidentify 45 search terms that whenused in a mathematical model,showed a strong correlationbetween their predictions and theCDC’s flu outbreak statistics(Schönberger & Cukier, 2013).Another example of big data analytics comes from Target Corporation. Target wantedto capture a very attractive and lucrative market: new parents. New parents spend a lotof time and money shopping and creating new buying habits, and building loyaltyamong this audience can be very profitable. This market is so valuable that Targetworked to identify customers who might be pregnant—before a new parent buys thefirst diaper, or even registers for the baby shower. Since Target captures and recordsvast amounts of consumer data, they were able to review purchase patterns lookingfor trends and examine the items couples tended to buy prior to pregnancy, likevitamins, unscented lotion, hand towels, etc. Through mathematical machinations,Target determined the likelihood that couples were pregnant and used these insightsto market to these couples well before their child’s birth, creating customer loyalty andcapturing an extremely valuable market segment.Big data is transforming every industry, as companies realize opportunities to leveragebig data analytics in marketing, sales, and operations—and HR leaders are realizingthe potential as well. Technical recruiting firm Gild, for example, identifies highly-skilled engineers by analyzing open-source code, assessing it for quality, and reachingout to engineers who make the cut. Online auction company eBay uses analytics tofight attrition. Beth Axelrod, e-Bay’s senior vice president of human resources, notes ina recent Forbes article that big data analytics allows them to identify managerial ordepartmental hotspots for talent loss. “If somebody has been in a role for three years,hasn’t been promoted, and hasn’t changed roles, there’s a far higher probability ofattrition than someone who doesn’t have those circumstances,” she says (Clark, 2013).And, according to some reports, Yahoo! CEO Marissa Mayer relied on big dataanalysis to ban telecommuting in the company. Business Insider reports that Mayeranalyzed Yahoo’s computer logs for the company’s virtual private network (thenetwork telecommuting employees access when working remotely) and determinedthat remote employees weren’t logging in to the VPN often enough to justify the policy(Klobucher, 2013).What Is Big Data?"Big data are high volume, high velocity,and/or high variety information assetsthat require new forms of processing toenable enhanced decision making, insightdiscovery and process optimization."Source: Beyer & Laney, 2012.
  • 4. The Big Data Talent GapAll Content © UNC Executive Development 2013 4 | P a g eThe Trends Fueling the Revolutioneveral trends have convergedto fuel the big data revolution.First, technology costs continue toplummet. It is cheaper than ever topurchase memory and storage,and good quality, open-sourcesoftware is competing withcommercial software, puttingpressure on commercial softwaredevelopers to keep their pricesdown (CIO editors, 2012). Second,technology has evolved to makebusiness analytics more accessibleand faster than ever before. Third,businesses are acquiring new dataat an astonishing rate and frommore varied sources, such asoperational data, customer servicedata, sales transaction data, andmachine or device data (Manyikaet al., 2011).The amount of new data being created is mindboggling. The IDC forecasts that therewill be 4 trillion gigabytes of new data created in 2013, nearly 50 percent more than in2012 (Press, 2012). Google alone processes more than 24 petabytes of data each day, athousand times more than all of the printed materials currently housed in the U.S.Library of Congress (Mayer-Schönberger & Cukier, 2013). Mayer-Schönberger andCukier also report that Facebook has more than 10 million photos uploaded everyhour, and that the number of messages on Twitter grows about 200 percent each year.That’s a lot of data.Mayer-Schönberger and Cukier note that while technology has played a large part increating the big data revolution, something else also occurred to push it along. “Therewas a shift in mindset about how data could be used,” they write. “Data was no longerregarded as static or stale….Rather, data became a raw material of business, a vitaleconomic input, used to create a new form of economic value.”S The Three Vs of Big DataData challenges can be “big” in terms ofthree characteristics, commonly known asthe “Three V’s”:Volume – Challenges that arisefrom the vast amount of data thatmust be processed.Velocity – Challenges that arisefrom the need to process datawithin a certain timeframe.Variety – Challenges that arise fromthe many different types of dataneeded to understand a situation.Source: Ahalt, 2012.
  • 5. The Big Data Talent GapAll Content © UNC Executive Development 2013 5 | P a g e.Seven Insights into Big DataResearch conducted by MGI and McKinseys Business Technology Office examined thestate of big data and found the following seven insights:1. Data have swept into every industry and business function and are now animportant factor of production, labor, and capital.2. There are five ways big data can create value:a. Big data can unlock significant value by making information transparent andusable at much greater frequency.b. As organizations create and store more transactional data in digital form,they can collect more accurate and detailed performance information oneverything.c. Big data allows ever-narrower segmentation of customers and can result inmuch more precisely tailored products or services.d. Sophisticated analytics can substantially improve decision-making.e. Big data can be used to improve the development of the next generation ofproducts and services.3. Big data will become a key basis of competition and growth for individual firms.4. Big data will underpin new waves of productivity growth and consumer surplus.5. While the use of big data will matter across sectors, some sectors are set forgreater gains.6. There will be a shortage of talent necessary for organizations to takeadvantage of big data.7. Several issues such as privacy, security, intellectual property, and even liability,will have to be addressed to capture the full potential of big data.Source: Manyika et al, 2011.8.
  • 6. The Big Data Talent GapAll Content © UNC Executive Development 2013 6 | P a g eThe Big Data Talent Shortagehe demand for big data talent is growing rapidly. A 2012 survey byInformationWeek found that 40 percent of respondents said they planned toincrease their staff in big data and analytics in the upcoming year and estimated thatbig data staffing would increase by 11 percent over the next two years (Henschen,2012).The McKinsey study supports these findings. The authors predict that there will be asevere shortage of those who can analyze and interpret big data, predicting that by2018, the United States could face a shortage of up to 190,000 workers with deepanalytical skills and 1.5 million managers and analysts with the ability to use the bigdata analytics to make effective decisions. (Manyika et al, 2011.) This includes theability to integrate findings from big data with knowledge derived from othertechniques which offer different strengths and biases, such as focus groups andtargeted surveys.The increasing demand for big data analysts who can crunch and communicate thenumbers and the lack of managers and business leaders who can interpret the datameans there is a growing talent shortage in the field. A survey conducted by The BigData London group (in Raywood, 2012) found that 78 percent of respondents saidthere was a big data talent shortage, and 70 percent believed there was a knowledgegap between big data workers and those commissioning the projects (e.g., managersand CIOs). Another survey by NewVantage Partners (2012) found that 60 percent ofrespondents reported finding it very difficult to find and hire big data professionals,and 50 percent of respondents said it was very difficult to find and hire businessleaders and managers who could identify and optimize business applications in bigdata.This impending talent shortage will create a significant challenge for HR and talentmanagement professionals responsible for recruiting, developing, and retaining acritical skill set that will soon be in high-demand. To help their organizations realizethe full potential of big data, HR and talent management professionals mustunderstand the fundamentals of big data, why it matters, and what skills theirorganizations will need to analyze and interpret the large amounts of data they collect.T
  • 7. The Big Data Talent GapAll Content © UNC Executive Development 2013 7 | P a g eBig Data Skillsccording to the editors of CIO, big data scientists and analysts need strong mathskills and proficiency in working with massive databases and with emergingdatabase technology. Plus, they must have a deep knowledge of their businesses,understanding the business processes, customers, and products. The most difficultbig data skills to find, they contend, include:Advanced analytics and predictive analysis skillsComplex event processing skillsRule management skillsBusiness intelligence toolsData integration skills (CIO editors, 2012.)Big data analysts or scientists must possess skills similar to their IT predecessors—they must have a solid computer science background that includes knowledge ofapplications, modeling, statistics, analytics, and math—but they also need businesssavvy and the ability to communicate their findings to business and IT leaders inmeaningful ways, skills that are not typically required on IT job descriptions. “Gooddata scientists,” writes IBM, “will not just address business problems, they will pickthe right problems that have the most value to the organization.” (IBM staff, n.d.).As Rob Sentz, vice president of marketing for Economic Modeling SpecialistsInternational, notes in an interview for Career Builder, big data analysts “need tounderstand why they are using data. What is the end goal? Data is…like an assembly(line) of facts, which aren’t necessarily the same thing as truth. If facts are poorlyinterpreted, it could lead to the wrong conclusions.” (Lorenz, 2012).Hilary Mason, chief scientist for bitly, a URL shortening service, offered her opinion inThe Wall Street Journal. Data scientists, she says, “must be able to take data sets andmodel it mathematically and understand the math required to build those models. Andthey must be able to find insights and tell stories from that data. That means askingthe right questions—and that is usually the hardest piece.” (Rooney, 2012).CIOs will also need to adjust their roles in this new, big data environment. The authorsof the Strategic Guide to Big Data Analytics noted that CIOs will need to realize thatuseful data can come from anywhere and everywhere. Big data, for example, canA
  • 8. The Big Data Talent GapAll Content © UNC Executive Development 2013 8 | P a g ecome from the organization’s server log files which track who checks into a websiteand what pages they visit. Analyzing who is checking in and where they go after theyleave a page can give an organization better insight in what their customers want.CIOs will also need to realize that big data does not need to be organized beforehand;instead, data should be collected first with the goal to decide what to do with it later.Finally, CIOs will also need to recognize the skills their organizations will need toanalyze big data and be an active participant in the training of or search for talent (CIOeditors, 2012).It is not just the technical leaders who need to rise to meet the challenges of big data;managers at all levels will also have to develop new knowledge, skills, and experienceto be effective. As Jeanne Harris, senior executive research fellow for AccentureInstitute for High Performance, wrote in an blog for Harvard Business Review,managers must become more adept at mathematical reasoning, and while they do notneed to have the depth of statistical knowledge required of big data analysts, they willneed to understand how to use statistical models and how to interpret data, metrics,and the results of statistical models. They must also have the ability to look beyondtheir functional areas and see the big picture so they can tell the story the data reveals(Harris, 2012).It is this combination of business acumen, knowing the right questions to ask, anddeep technical knowledge that is confounding most organizations when it comes tofinding big data talent. One survey found that more than 60 percent of respondentssaid their employees need to develop new skills to translate big data into insights andbusiness value (Harris, 2012). Developing these skills will take time, so manyorganizations are also looking to recruit critical talent – but these hard-to-find men andwomen won’t come cheap; a Wall Street Journal article estimated that some datascientists were making as much as $300,000 a year (Press, 2012) which gives largecompanies an advantage over small and medium sized companies for acquiring thebig data talent.Recruiting and Developing Big DataTalentnfortunately, you won’t find big data talent coming out of many colleges anduniversities because big data majors are few and far between. The rapid growthof big data has outpaced colleges’ and universities’ ability to develop and implementnew curriculums. A few universities are ahead of the curve, though, including NorthCarolina State University, which has a one-year Master of Science in Analytics (MSA)U
  • 9. The Big Data Talent GapAll Content © UNC Executive Development 2013 9 | P a g eprogram (supported by SAS, a business analytics software and services providerheadquartered in Cary, North Carolina), University of Ottawa, Northwestern University,DePaul University, University of Connecticut, and Louisiana State University.Oklahoma State, Texas A&M, Texas Tech, California State University at Long Beach,and the University of Alabama also have strong analytics programs (Henschen, 2012).Data analytics courses are also available through Carnegie Mellon and New YorkUniversity (Bradshaw, 2013).IBM is following SAS’ footsteps in helping move formal big data analytics educationforward. In late 2012, IBM announced that it would partner with Ohio State Universityto develop a new data analytics center in Columbus, Ohio. The center will offerresearch, client services, and skills training (Press, 2012). IBM plans to hire 500 bigdata consultants and researchers in the next three years to staff the center and to workwith the university to develop a curriculum in business analytics and mathematics(SmartBrief staff, n.d.).IBM and SAS are both involved in another effort designed to unite the private andeducational sectors to meet big data analytics educational needs. IBM, SAS, GE, Cisco,and NetApp have recently joined with a number of leading research universities toform the National Consortium for Data Science (NCDS). This consortium aims to betteralign university curricula and research with the needs of the private sector.In response to the talent shortage, HR and talent management professionals aregetting creative and looking outside the box when it comes to finding big data talent.Big data talent could come from the fields of research and development, finance,physics, biology, medicine, and even meteorology (Henschen, 2012, Hall, 2012).Jeremy Howard, chief scientist at an Internet startup that runs data predictioncompetitions has a degree in philosophy. He believes that the key job requirements indata science is really curiosity, flexibility, and the willingness to learn, capabilities thatcan be found in a wide variety of studies and job backgrounds (Hall, 2012).At Google, recruiters try to assess a candidate’s agility, curiosity, and willingness toexperiment in the interviewing process by asking questions like, “How many golf ballswould fit in a school bus?” or “How many sewer covers are there in Manhattan?”Getting the right answer isn’t really the point of the exercise—the point is to assess acandidate’s skills in experimental design, logic, and quantitative analysis (Harris,2012).Capital One also assesses mathematical reasoning in the recruiting process. Allprospective employees—including senior executive candidates—are tested formathematical reasoning, logic, and problem-solving skills. Proctor & Gamble has
  • 10. The Big Data Talent GapAll Content © UNC Executive Development 2013 10 | P a g edeveloped a big picture/data literacy program which establishes a baseline digital-skills inventory for all employees. The program then offers developmentalopportunities tailored to every level in the organization (Harris, 2012).As demand for big data talent grows, competition for this talent will become moreaggressive - and expensive. Recruiting and retaining big data talent will become asignificant challenge. HR and talent management professionals will also need toprovide development opportunities; helping managers and business leaders at alllevels develop the right skills. According to a survey conducted by The Big DataLondon group, 80 percent of respondents said that on-the-job training is among thebest ways to learn and keep up-to-date with the latest big data skills, and 72 percentcited “self-teaching” (Raywood, 2012). The NewVantage Partners survey found that 69percent of respondents were training their existing analytic professionals to get up tospeed (NewVantage Partners staff, 2012).On-the-job training and self-teaching may not be adequate in developing existing staff,particularly if they “don’t know what they don’t know.” Fortunately, according to anInformation Week report, a growing number of organizations are offering big datatraining and development through conferences, seminars, online courses, webinars,and certification programs (Henschen, 2012).4 Steps to Bridge the Big Data Talent Gapo address the talent gap created by the big data revolution, HR and talentmanagement professionals should:1. Educate themselves about big data.HR and talent management professionals must educate themselves about big dataand learn how big data will be a strategic driver for competitive advantage in theirorganizations. This means they must be proficient in big data and familiar with theskills and abilities big data scientists, analysts, managers, and senior executives needto be successful. HR and talent management professionals must also understand howbig data can be applied to their own jobs, in recruiting (e.g., Gild’s analyzing of open-source code to recruit technical engineers), salary, benefits, retention, social media,and performance reviews, and they must be leaders in using big data to advance theHR function.T
  • 11. The Big Data Talent GapAll Content © UNC Executive Development 2013 11 | P a g e2. Educate managers and senior leaders about big data.To use big data successfully, managers and senior leaders (including the CIO) mustalso develop new knowledge and skills—and they must understand the real potentialof big data. Business leaders must develop and continue to nurture a broadperspective, to see what’s possible. Successful leaders will be those prepared to lookbeyond the current business model to see future opportunities that are made availablethrough big data. They must be prepared to ask “blue sky” questions. They must bewilling to take some risks. They need to become comfortable with the complexity thatis inherent in big data and become adept at making the complex easier to understand.The must also embrace the change that is inevitable through big data, and have theability and courage to lead the organization through change.Many of these skills are not new, but they take on new meaning—and urgency—whenviewed through the lens of big data. HR and talent management professionals mustwork with managers and business leaders at all levels to educate them about big dataand help them to develop the skills they will need to be successful.HR and talent management professionals must also work as business partners to thevarious business units seeking to attract big data talent. As noted, a key component ofrecruiting the right big data people will be asking the right questions—and this willrequire close collaboration with business leaders to understand the business needs.3. Develop creative strategies to recruit and retain big data talent.Big data analysts and business leaders who understand big data will be in high-demand and ripe for poaching. Talent management professionals should anticipatethis talent shortage and adopt a more aggressive recruitment strategy for thispopulation. They should also think outside the box and become more creative inrecruiting for this skill set – considering non-traditional background and experience tomeet the growing need. Retaining this talent may also become a challenge, so HRshould consider compensation, incentive, and recognition systems designed to keepthis talent within the organization.4. Offer solutions to build big data talent in their organizations.HR and talent management professionals may want to consider taking a page fromProctor & Gamble’s training book and develop an appropriately scaled organization-wide big data literacy program. The program can include formal programs andseminars, but on-the-job training, mentoring, and self-paced learning programs can
  • 12. The Big Data Talent GapAll Content © UNC Executive Development 2013 12 | P a g ealso offer affordable and effective results. These developmental opportunities mayalso provide an opportunity to identify employees in departments other than IT whopossess an aptitude for, and interest in, big data analysis.Conclusionig data is big business, but its sudden appearance in the marketplace has left ahuge hole in terms of talent. HR and talent management professionals must stayahead of the curve by learning more about big data, its applications to theirorganizations as a whole and their functions in particular, and plan now to developexisting talent and recruit new talent that will be needed to realize the full potential ofbig data.B
  • 13. The Big Data Talent GapAll Content © UNC Executive Development 2013 13 | P a g eAbout RENCIRENCI (Renaissance Computing Institute) develops and deploys advanced technologies toenable research discoveries and practical innovations. RENCI partners with researchers,policy makers, and technology leaders to engage and solve the challenging problems thataffect North Carolina, our nation and the world. An institute of the University of NorthCarolina at Chapel Hill, RENCI was launched in 2004 as a collaborative effort involving UNCChapel Hill, Duke University and North Carolina State University.About UNC Executive DevelopmentOur approach to program design and delivery draws upon the power of real-world,applicable experiences from our faculty and staff, integrated with the knowledge our clientpartners share about the challenges they face. We call this approach The Power ofExperience. We combine traditional with experiential and unique learning to ensure that allindividuals gain relevant new skills that they can easily implement within their ownorganizations. Through action learning and business simulation activities, we challengeparticipants to think, reflect and make decisions differently.Our Approach: The Partnership: Our team customizes each leadership programthrough a highly collaborative process that involves our clients, program directors, facultyand program managers. We are dedicated to following-up with our clients and individualparticipants to ensure that their learning experiences have been meaningful and impactful.This integrated approach consistently drives strong outcomes.Our Approach: The Results: Our executive education programs are designed withresults in mind, and we are focused on successfully meeting our clients business andacademic expectations. Below are a few examples of the results our client partners haveachieved:Leadership refocused with newstrategy and cohesive visionStrategic plans created for theglobal marketplaceSupply chains streamlinedProducts redefinedNew markets targetedCost-saving measures developedSilos leveledTeams alignedParticipants leave empowered to bring in new ideas, present different ways to growbusiness and tackle challenges. The result is stronger individuals leading stronger teamsand organizations.Contact UsWebsite: www.execdev.unc.edu | Phone: 1.800.862.3932 | Email: unc_exec@unc.edu
  • 14. The Big Data Talent GapAll Content © UNC Executive Development 2013 14 | P a g eSourcesAhalt, S. (2012 July). Establishing a national consortium for data science. University of NorthCarolina at Chapel Hill. Retrieved from http://data2discovery.org/dev/wp-content/uploads/2012/09/NCDS-Consortium-Roadmap_July.pdf.Bradshaw, D. (2013 February 11). Business schools’ big data revolution. Financial Times.Retrieved from http://www.ft.com/cms/s/2/c017f2cc-7082-11e2-85d0-00144feab49a.html#axzz2LFxFeSdr.Beyer, M. and Laney, D. (2012 June 21). The importance of “big data”: A definition. Gartner.Retrieved from http://www.gartner.com/DisplayDocument?ref=clientFriendlyUrl&id=2057415.CIO editors (2012). Strategic Guide to Big Data Analytics. Framingham, MA: CIO.Clark, D. (2013 March 8). How big data is transforming the hunt for talent. Forbes. Retrievedfrom http://www.forbes.com/sites/dorieclark/2013/03/08/how-big-data-is-transforming-the-hunt-for-talent.Dahad, N. (2013 January 20). The Internet of things: The next platform for global innovation. TheNext Silicon Valley. Retrieved from http://thenextsiliconvalley.com/7502/internet-things-next-platform-global-innovation#.UT5RHr7D9jp.Davenport, T. & Patil, D.J. (2012 October). Data scientist: The sexiest job of the 21st century.Harvard Business Review. Retrieved from http://hbr.org/2012/10/data-scientist-the-sexiest-job-of-the-21st-century/ar/1.Hall, S. (2012 July 23). Big data talent shortage requires creativity. ITBusinessEdge. Retrievedfrom http://www.itbusinessedge.com/cm/blogs/hall/big-data-talent-shortage-requires-creativit/?cs=50835.Harris, J. (2012 September 13). Data is useless without the skills to analyze it. HBR BlogNetwork. Retrieved from http://blogs.hbr.org/cs/2012/09/data_is_useless_without_the_skills.html.Henschen, D. (2012 October). Filling the Talent Gap in Big Data Analytics. Manhasset, NH:Information Week.IBM staff (n.d.). What is data (a) scientist. IBM. Retrieved from http://www-01.ibm.com/software/data/infosphere/data-scientist/.Klobucher, D. (2013 March 8). Big data ended work from home at Yahoo—will your company benext? Forbes. Retrieved from http://www.forbes.com/sites/sap/2013/03/08/big-data-streamlines-the-workplace-and-may-end-telecommuting/.
  • 15. The Big Data Talent GapAll Content © UNC Executive Development 2013 15 | P a g eLorenz, M. (2012 November 15). Does big data live up to its hype? The Hiring Site. Retrievedfrom http://thehiringsite.careerbuilder.com/2012/11/15/does-big-data-live-up-to-its-hype/.Manyika, J., Chui, M., Brown, B., Bughin, J., Dobbs, R., Roxburgh, C. & Hung Byers, A. (2011May). Big data: The next frontier for innovation, competition, and productivity. McKinsey GlobalInstitute. Retrieved from http://www.mckinsey.com/insights/mgi/research/technology_and_innovation/big_data_the_next_frontier_for_innovation.Mayer- Schönberger, V. & Cukier, K. (2013). Big Data: A Revolution that Will Transform How WeLive, Work, and Think. New York: Houghton Mifflin Harcourt Publishing Company.NewVantage Partners staff (2012 November 13). Big data talent shortage a potential challengeat Fortune 1000 organizations according to NewVantage Partners Big Data Executive SurveyPart II. Yahoo! Retrieved from http://finance.yahoo.com/news/big-data-talent-shortage-potential-132900266.html.O’Ryan, R.E. (2012 November 19). Big data talent shortage? Is recruiting to blame? Dice.Retrieved from http://news.dice.com/2012/11/19/jobs-in-big-data/.Press, G. (2012 December 1). Big data news of the week: Beautiful $300,000 minds. Forbes.Retrieved from http://www.forbes.com/sites/gilpress/2012/12/01/big-data-news-of-the-week-beautiful-300000-minds/.Raywood, D. (2012 December 3). Big data analyst shortage is a challenge for the UK. SCMagazine. Retrieved from http://www.scmagazineuk.com/big-data-analyst-shortage-is-a-challenge-for-the-uk/article/270538/.Rooney, B. (n.d.). Big data’s big problem: Little talent. The Wall Street Journal. Retrieved fromhttp://blogs.wsj.com/tech-europe/2012/04/26/big-datas-big-problem-little-talent/.Smart Brief staff (n.d.). IBM targets big data talent shortage with research center. SmartBrief.Retrieved from http://www.smartbrief.com/news/comptia/storyDetails.jsp?issueid=24C1241E-D7B3-47E1-B3A9-03FD89052B88&copyid=8B1DBCB9-AD38-4931-9A9E-474DFB6868D4&brief=comptia&sb_code=rss&&campaign=rss.Thomson, I. (2012 October 4). Big data skills gap needs filling says tech industry. The Register.Retrieved from http://www.theregister.co.uk/2012/10/04/big_data_skills_gap/.Villars, R., Eastwood, M. & Olofson, C. (2011 June). Big data: What it is and why you shouldcare. International Data Corporation. Framingham, MA: IDC.Woods, D. (2012 November 21). Will data science become the new bottleneck? Forbes.Retrieved from http://www.forbes.com/sites/danwoods/2012/11/21/will-data-science-become-the-new-bottleneck/.

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